Basic Supervision

Five Day Facilitated Course

LEADING IN21ST CENTURY

Leadership is the total effect you have on the people and
events around you.This total effect is
your influence.Effective management is
being consciously responsible for your organizational influence.The way you use your influence affects the
way your people use their potential. You cannot control people into being
innovative, productive and creative-you use you influence and skill to create
an environment in which they are willing to do well what you want them to do.

This program is designed to enable enhance your
competencies, and allow you to bring out the best in your people, maximize your
influence and improve your skills.The
tools techniques and formats provided in this class will also contribute to
your over all satisfaction, build relationships with others, and enhance your
success supervising diverse individuals in a changing environment.

BENEFITS:

This
program will

·Bring out the best in everyone's
performance

·Examine personal styles of behavior in the workplace and the
styles of others;

Organizations with vision, mission,
values and goals that are deeply shared throughout the organization bind people
together around a common identity and a sense of purpose. To develop into a
great organization your vision keeps everyone on track - people know where they
are going, how they contribute and the importance of their participation.

Yet, though your vision may be the best
strategy and what everybody wants, if the people responsible for integrating
the strategic goals don’t buy-in, you’re in trouble! You need to cultivate
their commitment.Implementing your
vision requires understanding and action at many levels throughout the
organization.All must understand,
share in, and contribute to the vision or that vision will not become a
reality.

The key is
partnership. It creates an environment, which fosters innovation, productivity,
and creativity while minimizing conflict, misunderstandings, and resulting
chaos. The way you partner with your people will affect the way they take
initiative. It will determine whether or not your people choose to be
responsible, and not just reactive.

The tangible tools,
techniques, and system -based formats provided in this class will build
rewarding relationships with others by charting out mutual expectations based
on a shared vision.

BENEFITS:

·Understand what is essential to take a vision into action

·Understand the importance of partnering with your people in
this process

Developing an appreciation for each person's uniqueness and
strategies to bring out the best performance in each individual is essential to
good leadership. Diversity in the workforce means there are differences in
personality that you have to learn to manage successfully.The tangible tools, techniques, and formats
provided in this class would help build relationships with others, and
encourage and engage individuals in a changing environment.

GEREATIONS AT
WORK

Veterans, Boomers,
Xers, Nexters

CHOCOLATE -
TRADITIONAL

Traditional workers are comfortable with rules, policies,
and procedures.You believe that
without such guidelines, social breakdown would result.

VANILLA -
PARTICIPATORY

Social ties and interpersonal commitment are your preferred
form of control.The participatory
employee says, "I will do this.Will you do that?Promise?Promise."

STRAWBERRY -
INDEPENDANTS

Control is a negative word for independents and you see it
as restricted freedom.You believe control
should come from what the individual thinks is right

BENEFITS:

MOTIVATING A DIVERSE WORKFORCE helps you as a manager to
improve your communication and interpersonal relationships.It helps you to bring out the best in
others:

•Identify your personality and communication
style and how it affects your relations with others

•Discover the powerful tool for unlocking a
closed mind

•Learn how to use motivational approaches that
work

•Ensure good human relationships with
associates

•Motivate diverse personalities, generations

•Recognize people’s individuality and use it
to develop trustand respect

•Utilize styles of human relations to
influence the quality of work and the quality of work life

Situational Leadership

Coaching And
Counseling

Twenty years ago,
leadership meant power.Today, the key
to supervising is coaching and counseling.The way a manager uses these techniques directly affects the way their
people perform. But, their individual developmental level also affects the way
people perform.The challenge of
coaching/counseling is assessing the level of initiative and responsibility in
each person, in light of the task and their motivation and ability.Not an easy task, but a profitable one!

·Develop the ability to determine when
to be directive, supportive, to counsel, to coach

·Diagnose accurately if it is a motivation or ability issue

·Creating a positive climate to encourage problem resolution

·Dealing with MOTIVATION PROBLEMS

·Dealing with ABILITY PROBLEMS

Effective Delegation

Learning
to delegate is an acquired skill.Why?
Most managers have achieved their successes because
they are motivated, action-oriented people. Managers tend to have a can-do
attitude about their jobs and their lives, and while these are admirable
qualities a manager cannot do it all!As a great manager, you have to learn to empower the people around you.
It is the best way for you not only to get top performance from others, but
also get maximum results from yourself. The benefits are worth it - you
accomplish much more, top-line goals for your organization are set collectively
but responsibility for how best to achieve them is delegated to the individuals
involved. Employees who take responsibility, not only improve their skills, but
are more motivated.

BENEFITS:

·Learn why, what, and how to delegate,

·Delegate more than you want to, earlier than you
need to.

·Determine whether what you are delegating is
strategy, process, project, task or activity

·Chose the right person or people to carry out
your requirements

·Assess the capabilities, attitudes and skills of
your staff and play to their strengths

·Learn not delegate just to get rid of the nasty
bits of your own job, but to motivate and develop others

·Avoid creating indispensable and unpromotable people

·Identify and overcome the four main reasons why managers
don't delegate more often

·Practice the six developmental steps
managers must go through to delegate effectively

Team
Building

It is clear that teams are
not a new managerial fad. . According to Lawler’s 1995 study of USA’ s Fortune
1000 from ’87 to’93, self - managing work teams are used in 68% of the
corporations and are applied to a growing percentage of the workforce.And teams have grown considerably since
then.But it is also in disputable that
the use and application of the true potential of teams is still unknown for
many organizations. This workshop you help your work group learn what it takes
to implement a teamwork system and learn the best practices so your effort to create
a collaborative environment is successful.

·Lean the many types of teams and know when each style is
appropriate,

·Learn what a high
performing team looks like and what it takes to develop one

·Turn a work group into a highly motivated hardworking team
with shared values

·Develop a flexible planning process to assure a productive
work atmosphere and ability to complete projects

·Make the team more productive and effective by applying
team decision making skills

·Learn techniques to solve conflicts among team members

·Deal successfully with difficult issues in a way the builds
trust and encourages collaboration

·Learn a fail-safe method to resolve problems and strengthens
the say the team works together

·Problems and what to do if they dump it on you

·Develop a systematic way work thought the stages of team
development

·Understand what it takes not only to keep the team on task
but how to motivate the individual team members and bring out the best in
people

QUALITY IS A TEAM SPORT: CHANGING THE CULTURE AND VALUES

Establishing
the Basic Principles of Teamwork -Today's rapidly changing work environment
forces teams to constantly face new situations that require quick and decisive
action.How successfully a team can
react depends largely on the values that guide its members. The basic
principles of a team are a set of shared values that help members work together
more effectively as they face organizational changes and challenges.

·The Difference Between A Team And A Work Group

·The Benefits Of Team Playing: Opportunities Vs Dangers

·Shared Values That Help Team Members Work Together

·Overcoming The Barriers To Team Building And Playing- How To
Take Risks, Learn From Mistakes, Share Information, And Deal With Constant
Change.

CHARACTERISTICS OF A HIGH PERFORMING TEAM

Identifying
the Aspects That High Performing Teams Are Made Of; The Traits That They
Possess That Other Teams Do Not

·Evaluating Your Team Against the Characteristics of A High
Performance Team - P. E. R. F.O. R. M.

Individual Team Members Need To Take An Active Role In Making
Decisions.They need to learn to take a
win-win approach in defining the team's best course of action. They have to
have a clear method to reach the decision(s) that utilizes the talents of al
team members.

·Understanding How Teams Make Decisions

·Determining The Four Types Of Decision Makers On Your Team

·Darwin, Einstein Socrates And Ford Thinking Styles Inventory

WORKING THROUGH TEAM PROBLEMS

Raising Difficult Issues with Your Team -Knowing how to
handle situations that slow down the team's ability to accomplish a task, or
possibly prevent a team from meeting its mission and goals is essential to team
success.Some of the issues are
difficult to raise, especially those that result from another team member's action,
but they still must be addressed sensitively and honestly so the team can move
forward.To raise these difficult
issues in a way that builds trust and strengthens the ability to work together
as a team, a team needs to:

·Determining What The Team Needs At Each Stage Of Group
Development To Be Able To Complete Projects

·ORIENTATION: Analyzing, Planning and Follow-through

·DISSATISFACTION: Analyzing, Planning and Follow-through

·RESOLUTION: Analyzing, Planning and Follow-through

·PRODUCTION: Analyzing, Planning and Follow-through

·How To Anticipate Obstacles And Seek Alternatives For
Handling Contingencies at Each Stage

·Group Stage Development Instrument

Interpersonal Communication

Effective Communication for SupervisorsThe stakes are high.As a supervisor you spend over of 80 percent
of your day communicating. Yet studies show that only 7% of the time what you
say is what is heard, and what you mean is what is understood! So to be
successful as a supervisor you need to express yourself in a clear, convincing,
and persuasive way. Yet, getting your point across is not enough; you have to
listen and respond appropriately to the needs, feelings, capabilities and
interests of others, and provide feedback.

This type of dialogue does not happen
automatically. At work we find a variety of different worlds, which creates a
world of differences when we communicate, so we need to understand the world
were entering as well as how to assess the differences and adjust our styles. A
supervisor has to communicate effectively across cultures, and treat others
equitably; otherwise differences in culture, gender, style, or personality can
result in communication breakdowns.

·How tell the difference
between the low-context, high-context cultures

·How to deal with
conflict resulting from differences in meaning, pacing, volume, gestures, space
and touch. When supervising how to decide when to show or not show emotions,
decide how far to get involved, when and how to acknowledge achievement,
exercise control Case Study

Effective decision-making is one of the most important
skills you can develop.It is a way to
enhance your productivity, your effectiveness, stretch your abilities, while
meeting the impossible demands of a managerial workload.In today's changing environment with reduced
staffing, reduced budgets, and increasing responsibilities, effective decision
making is an indispensable to your survival. Using these decision management
principles, you can virtually add hours to your workday- you work smarter, not
harder, accomplish more, increase output, decrease pressure and fatigue, and
maintain control of your time, your work and your employees

BENEFITS:

·Balance competing conflicting
commitments

·Accomplish more in less time

·Increase control over their work, staff
and career

·Handle routine delegating details
efficiently

·Have more time for priority activities

·Overcome work anxiety, pressure and
fatigue

·Learn productivity habits that
immediately improve output

·Develop working relationships to
increase everyone's productivity

·Gain more satisfaction from work

Innovative Problem Solving

Success
as a supervisor in the 21st Century means you continue to develop
mentally, to rekindle our creativity, to be innovative and open-minded. Yet new
ideas are not always easily accepted they demand change, challenge our
understanding of complex issues, disrupt the status quo, create uncertainty,
mean more work to do, and even make us question our prior success. Why the
resistance? We deny we need to change as we assume the future is a mere
extension of the past, that ideas that brought us to our present success today
will take us into tomorrow.

So
we learn to be open to innovation, overcome resistance and generate new ideas
and evaluate in light of the change we anticipate.

In
this hand on workshop you will learn what your thinking style is, how it can
help you and where it can blind you. You will determine your mental blocks, and
ways to overcome them.Recognize why
you rely on the known, learn when to rebel against it.Practice challenging your assumptions and
breaking out of outdated thinking patterns.Discover new options, see unlikely connections and unlock your mind for
innovation. You will find out how to use imagination, intuition, humor, and
playfulness to break out of limiting patterns of thinking, and to look for new
possibilities, challenges and opportunities.

This
course has been designed to get you out of your BOX- your limiting patterns of
thinking - to discover new possibilities, innovative solutions, novel
opportunities and manifest the truly unexpected by transcending what has been
done before!

BENEFITS:

·Develop Important Thinking Habits Which
You Can Use In All Situations To Be More Creative

·Integrate
The Expertise Of Individuals Who Do Not Understand One Another Or Think The
Same

·Quickly
Learn To Work Together. Manage Differences Into Innovation

·Practice Mental Calisthenics-

·Harness
The Energy Released By Combining Different Thinking Styles And Propel
Creativity And Innovation

·Use Impractical Ideas As Stepping Stones To Creative Ideas

·Learn How To Playing The Fool Can Lead To Innovation

·Understand When Breaking The Rules Can Be An Avenue To
Invention

·Identify Places Where You Can Hunt For Ideas

·Generate Ideas and Evaluate Their
Appropriateness

·Make Implementation The Easiest Part Of
The Process

·Find The Problem with Your IdeaBefore It Finds You

·Identify The Real Consequences and
Avoid Wasting Time, Money And Energy On Curing The Symptoms

Outline

What
Is Innovation? The
Bringing Into Being Something Which Did Not Exist Before, Either As A Product,
A Process Or A Thought.

·What's The Competitive Imperative?

·How To Recognize Possibilities

·What's The Process? Generation,
Evaluation, Implementation

Dangers
& Opportunities

WHY?:
New ideas are resisted- they demand change, challenge our understanding of
complex issues, disrupt the status quo, create uncertainty, mean more work to
do, and even make us question our prior success. Sometimes we deny the need to
change as we assume the future is a mere extension of the past, that ideas that
brought us to our present success today will take us into tomorrow.

·How To Understand Opportunities In
Innovation

·How To Identify Dangers

·How To Deal With Resistance

Innovation
And The Way You Think, The Way You Don’t Think

Why? Thinking styles are the different ways you perceive and
understand data, make decisions, solve problems and relate to people. These
preferences can work to your advantage or disadvantage when meeting the
challenge to innovate. Knowing the way you think and don’t think is the first
step in seeing, accepting and understanding new ideas!

·How To Identify And Understand Your
Thinking Style

·How To Understand the Best About
Darwin, Einstein, Socrates, Or Ford?

·How To Maximize Your Style's Potential
And Minimize Its Limitations

·How To Overcome Roadblocks Due To
Habitual Thinking

Enhancing
Innovation, Creative Collaboration With A Diverse Thinking Team

Why? No matter how brilliant the group of individuals, their
contributions to innovate problem solving are enhanced by coming up against
totally different perspectives. Diversity brings results: 9 out of 10 times
there is a better decision. If a particular thinking style dominates, it
seriously limits opportunities and creative approaches.

·How To Use Diverse Thinking Teams To Innovate Solutions

·How To Jump-start Creative Collaboration

·How To Innovate And Solve Problems In Different Ways.

·How To Overcome Dominant Thinking
Styles

Mental
Calisthenics: Building A Better Brain: Practice

Why? Innovation is a crucial survival skill for society,
especially during times of rapid change; and that the skill to innovate resides
in people. These linear and intuitive techniques help people manifest the truly
unexpected by transcending what has been done before.

Why?Today's complex issues demand integrating
the expertise of individuals who do not think the same, and the pace of change
demands that they quickly learn to work together.

The innovation exercises
here harnesses the energy released by combining different thinking styles and
propels creativity and innovation

·How to Apply
What We Have Mastered to A Real Life Situation

·Problem
Describing

•How To Define Problems Effectively

•How
To Learn As Much As You Can In The Shortest Possible Time

•How
To Develop Fact-Finding Skills

•How
To Obtain The Keys To Help Open The Most Common Mental Locks

·Researching
The Cause

•How To Make The First Assessment Successfully

•How
To Learn Strategies For Identifying The Source, Cause, And Affect Of Your
Frustrations

•How
To Formulate And Test Validity Of Possible Assumptions

·Option Finding

•How To Generate Alternatives And Solutions

•How
To Practice Blockbusting Techniques

·Being Decisive
- Choosing A Solution

•How To Evaluate Ideas

•How
To Select Appropriate Solutions

·Leading To
Action

•How To Develop Strategies To Resolve Problems

•How
To Implement Results

•How
To Develop An Action Plan

•How
To Overcome Obstacles

·Evaluate And M
Monitor Results

• How To Find Problems Before They Find You

• How
To Anticipate Potential Problems

Performance Management and AppraisalA
practical approach to help people increase their employee's creativity,
productivity and job satisfaction.Learn and practice three core skills critical to developing and managing
people.As a result, you will know how
to set and agree upon goals with your people that are SMART-Specific,
Measurable, Attainable, Relevant and Time framed.You will learn how to give meaningful praising that inspire
people to continue success and reprimand or redirect employees without discrediting
their value.The program helps you
determine how well the employee is doing the job compared to a set of standards
and assist you in communicating that information to the employees.

·Understand how personality plays a part-how to bring out
peak performance in everyone

·Determine how to diagnose the performance problem

·Learn what to do when you make a mistake with one your
people

·Techniques of "catching people doing something
right"

·How to praise so your people know you're sincere

·Specific words that
minimize people's defensiveness when you criticize them

·Rewards and awards-how to make them work

·Develop appraisals systems that work
for you and the employee

·Cultivate support and resources to
ensure your people succeed

·Monitor results and achievements

·Practice appraisal feedback interviews

Conduct and Discipline

Your success in guiding and developing others is directly
related to your ability to assess conduct, give feedback to, and discipline
your employees.Once most people
understand what is required at work, they can usually be counted on to do thier
jobs effectively. Preventative discipline heightens employee awareness of
organizational policies and rules. Knowledge of disciplinary procedures
prevents violations, and the disciplinary system itself can help modify the
behavior of the marginal and unproductive employee. When a manager focuses on
fact-finding and guidance to encourage desirable behavior, the sequence of
progressive discipline can help impress upon the offender the seriousness of
the problem while giving them the opportunity to correct their behavior.

BENEFITS:

•Learn THE FEEDBACK PROCESS- the four steps to
enhance your effectiveness and minimize disruptive reactions

•Learn
ways to specifically describe behaviors you want to reinforce or redirect

In
today's constantly changing business environment, confronting situations with
cool-headed confidence and poiseis
an essential skill.How you handle
emotionally charged situations makes a powerful difference in your leadership
style and the influence you have on others. So if you every feel frustrated
that others will not listen to your side of the issue, feel intimidated by your
anger-or someone else's feel like forcing the issue, or avoiding the conflict
all together, or find yourself taking it personally or taking it home with you
- it doesn't have to be that way. You can maintain your composure and emotional
control and use your influence constructively in any situation.

This program will provide tools and techniques to deal with
the inevitable conflicts of interest.The goals are to explore your ethical decision making process, your
preferred methods for resolving conflicts, to understand the ensuing advantages
and disadvantages, and to see how they relate to your work experience.

BENEFITS:

Upon completion of this program, you will have the tools to
know how to effectively deal with conflict will benefit both you and your
organization.Specific strategies will
help you to work positively with others, face conflict more confidently, deal
with resistance, as well help you handle frustrating situations while defusing
anger in yourself and others.

•Zero in on the real causes of ethical
dilemmas and conflict of interest

•Determine if, and when to deal with
conflicts of interest

•Negotiate conflicts with subordinates,
co- workers, the boss, and the public

•Communicate in a way that encourages
openness, cooperation and agreement

•Increase your ability to problem solve
collaboratively

•Learn a problem solving approach to
ethical situations

Why
people do what they do

•We are all difficult at times, but
difficult people do it all the time

•Why people are difficult-their
priorities, their motivations

•Learn how not to take their behavior personally

UNDERSTANDING
YOUR POSITION

•Inventory
situations that foster difficult interactions

•Clarify your relationship

•Identify
your invisible agreements

•Determine
if you are contributing to the difficulty

•Understand
"your style" of dealing with situations and people

IDENTIFYING
DIFFICULT EMPLOYEE

• Understand
different personality types

•Sort
out events and problems

•Analyze motivational problems

•Determine
ability problems

•Overcoming
your own tendency to react, to ram, or to run

SIZING UP ANY SITUATION

•
Sorting out events and problems

•
Separating the truly difficult
situations from

IS - Impossible Situations

BB - Behavior Blindness

NIC - Negative
Interactions Cycles

M&A - Motivation and Ability Problems

STRATEGIES TO BRING OUT THE BEST
IN INTERACTIONS

Six Steps to Success

1. Assess the Situation

2. Stop Wishing They WereDifferent

3. Get Some Distance­ -See the Behavior Patterns as PrototypesDifferent

4. Select a Coping Strategy

5. Implement Your Plan

6. Monitor Your Progress

KEEP COOL UNDER FIRE-

•
Keep your own emotions in check
even in the face of attack, criticism, anger and blame.

•
Handle hostility and accusations
with finesse one-to-one or in a group

Ethics: Fire in a Dark World

Accepting the
role of manager means a person also accepts responsibility for being the
organization's agent, the representative of an organization's core values to
their employees. They also represent the needs, interests and well being of
those employees to the organization. The ethical challenge is for the manager
to balance the organization's core values his/her personal values and the
values of the people being supervised, in such a way as to optimize ethical
congruence and minimize ethical conflict. Being ethically effective in this
role is critical. Most managers are concerned about doing what is right.
Honesty, integrity, promise keeping, fidelity, fairness, caring for others,
respect for others, responsible citizenship, pursuit of excellence and
accountability are accepted values, but their execution is not always easy
-even though management's desire is to create an organization that operates
consistently and predictably in accordance with such stated and endorsed
values.

But the
benefits are worth the challenges: good ethics equals good business. In terms
of quality, customer services employee relations, vendor relations, regulatory
relations and public perception, the benefits of ethical re undeniable. There
is also ample evidence that many counter‑productive employee behaviors
are a direct response to employee perceptions of u Fairness or a lack of
integrity within the organization. When employees perceive ethical conflict ‑
disagreement between their personal values and the values overtly stated or
implied by an organization's actions ‑ they often feel a need to defend
them from anticipated retaliation and/or to punish the organization for how
they have been treated. Trust leads to loyalty. And ethical dealings with
employees and customers lead to trust. This trust can help deter low commitment
to organizational goals and objectives, poor performance and/or morale, lack of
involvement in programmed improvement initiatives and employee indifference to
the needs of the organization.

CONTENT:

All organizations have an ethical foundation, whether or not it is
clearly verbalized.This ethic is
evidenced in organizational practices, for which the organization is ultimately
responsible.These practices may
aggressively favor one constituency, or may seek to balance the legitimate
requirements of all constituencies.Think for a moment about the following questions and record your
thoughts in your journal:

·What is rewarded most by your organization?Does this line up with stated values?

·Ethical Decision Making‑ Examining the impact of a
decision, by looking at individualistic, altruistic, pragmatic and idealistic
consequences, how to find the balance most appropriate to you and make your
decisions

·Facing the Ethical Dilemmas

·Everybody Else Does It

·Fairness Equals Sameness

·The Exemplary Employee

·Ethical Managing, Day by Day

·Ensuring that employees have the information they need to be
effective

·What is expected or required them to survive and to be
successful

·Sharing "how they are doing" at this point in time
(tasks and ethics). Congruence